A recent survey by Gartner has highlighted significant strategic dysfunction within the marketing functions of organisations. Conducted between October and November 2024, the survey involved 403 Chief Marketing Officers (CMOs). It revealed that 84% of CMOs report high levels of strategic dysfunction. This dysfunction is linked to a 36% lower likelihood of reporting strong business and marketing performance.

Strategic dysfunction is defined by Gartner as a state of confusion and conflict resulting from unclear, numerous, or conflicting enterprise objectives. Amy Abatangle, VP Analyst in the Gartner Marketing Practice, stated, “Strategic dysfunction is characterized by a state of confusion and conflict resulting from unclear, too numerous, or conflicting enterprise objectives that marketing must support.”

The survey found that 40% of CMOs adopt a primarily proactive, market-oriented approach to planning. However, 61% of CMOs indicated that their plans are primarily driven by operational needs. Furthermore, 94% of CMOs find it challenging to translate enterprise strategic directives into actionable marketing plans.

Abatangle noted the impact of these challenges, saying, “As CMOs are increasingly pulled into tactical work to meet competing stakeholder needs, they lose the ability to create bold, proactive strategies that anticipate customer needs at a time of unprecedented volatility and uncertainty.”

The survey also highlighted that only 15% of CMOs plan beyond a three-year horizon. Those who plan for 18 months or more are reportedly 1.5 times more likely to experience high marketing and business performance.

Abatangle emphasised the importance of strategic planning, stating, “CMOs must leverage marketing’s unique value as a sense-making function, synthesizing customer insights to help C-suite peers align on core priorities.” She added, “When CMOs are ineffective strategists, they not only compromise their influence in the C-suite, but also burden their teams with confusion and chaos.”

To address these issues, Abatangle suggested, “CMOs must dedicate resources to strategic planning, work to enable a more market-oriented approach to strategy development and focus on long-term strategies alongside short-term plans.”